EFFECTIVE HUMAN CAPITAL FORMATION

FROM THE PERSPECTIVE OF

BUSINESSMEN AND TRAINING EXPERTS IN

SOUTHERN MEXICO

Teresa del Rosario Herrera Campos

• D. in Strategic Analysis and Sustainable Development, Instituto Tecnológico de

Motul-TNM.

•E mail: teresa.herrera.campos@outlook.com

•ORCID: https://orcid.org/0009-0009-8009-2200

Karina Concepción González Herrera*

• Full-time Professor, Doctorate in Regional Development, Universidad

Tecnológica Metropolitana

•E mail: karinaconcepcion@hotmail.com

•ORCID: https://orcid.org/0000-0002-1743-2614

Manuel Alejandro Kantún Ramírez

• D. in Strategic Management and Development Policies. Deputy Administrative

Director of the Colegio de Bachilleres de Yucatán Plantel Chenkú.

•E mail: alejandro.kantun@yahoo.com

•ORCID: https://orcid.org/0000-0003-4944-1336

Reception: 13 November 2023 | Acceptance: 19 February 2024 | Publication: 16 March 2024

Suggested citation:

Herrera Campos, T.d.R, González Herrera, K.C. and Kantún Ramírez, M.A.

(2024). Effective Human Capital Formation from the perspective of

businessmen and training experts in Southern Mexico. 3C Empresa.

Investigación y pensamiento crítico, 13(1), 36-54. https://doi.org/

10.17993/3cemp.2024.130153.36-54

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ABSTRACT

The objective of determining the factors that contribute to achieve an efficient process

of Human Capital Formation (HCF) according to the opinion of training experts and

businessmen from the state of Yucatán. The information was obtained through a

validated instrument by experts in the area. 17 businessmen and 18 HCF experts

from Yucatan were interviewed. The interviews were made during the period of July-

November of the year 2021. The businessmen stated that perspective the capital

formation processes do not work because they are not made for their needs in terms

of their line of business and/or size, and government programs are generic and not

very adaptable to their requirements. A few of them stay close to their membership

chambers because the majority don't see relevance benefits. The experts mention

that it is difficult to train company personnel because there is not enough time to fully

complete the activity and the expensive of the training. However, they agree that HCF

is an extremely important activity as a differentiating element and is essential for the

permanence and growth of enterprises.

KEYWORDS

Small and medium-sized enterprises, human capital, effective training, human capital

formation factors.

INDEX

ABSTRACT .....................................................................................................................2

KEYWORDS ...................................................................................................................2

1. INTRODUCTION .......................................................................................................3

2. PROBLEM STATEMENT ..........................................................................................3

3. METHODOLOGY ......................................................................................................5

4. RESULTS ..................................................................................................................6

5. DISCUSSION ..........................................................................................................15

6. CONCLUSIONS ......................................................................................................16

REFERENCES ..............................................................................................................17

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1. INTRODUCTION

Companies are entities made up of resources, which can be human, financial, and

material that exist and have a constant co-dependence and interrelation. The

Resource-Based Strategy (RBS) considers as values of a company: assets,

capabilities, competencies, organizational processes, its attributes (presence,

information, knowledge, among others) that stimulate it to create and develop

strategies to be more efficient and effective, i.e., these resources can be grouped into

financial, physical, human, and organizational capital [1].

Nowadays, when talking about economic reactivation, after the pandemic caused

by the SARSCOV 2 virus we experience an economic instability that affected the

world, therefor the Human Capital proved to be the most asset that an organization

can count on, due to its ability to adapt to new conditions and to acquire new learning

and innovate in the way of carrying out its activities. Although the goal of an

organization is the production of goods and/or services, which are carried out through

tools and machinery and require financial resources to be acquired, the truth is that

this objective could not be achieved without the intervention of human resources.

2. PROBLEM STATEMENT

According to the [2], companies can be classified according to the number of

workers in them and the amount of their annual sales. Through these criteria, micro,

small, medium, and large companies are presented for the economic sectors, but it is

convenient to include the nano companies (which starts with one human element and

evolves with it). More than 90% of the Mexican business economy is supported by

MSMEs (micro, small and medium enterprises), microenterprises represent 94% of

the total, 4.7% are small, 0.8% are medium-sized and 0.2% are large, according to

the [3], this is why there is an urgent need to develop management strategies that

increase the life span and promote their growth.

According to the data obtained, in the last 5 years (between 2014 and 2019), [3]

observed an increase in registrations of 615,295 establishments, an average annual

growth of 2.1%, this increase provides a positive outlook for the economic growth of

the country, although the main challenge is to ensure their permanence in the market

and not necessarily the opening, because, according to [4] in Mexico, more than

200,000 companies open operations per year, but 65% close before two years; 50%

go bankrupt in the first year and 30% in the second, 10% manage to survive in the

first 10 years, i.e., so this is an annual decrease of 22.6%".

In Mexico, small companies employ 14.7% of the country's workers, medium-sized

companies 15.9% and their income corresponds to 16.1% and 21.9%, respectively, of

the national total. It is important to highlight that 99.8% of the organizations that exist

in Mexico are MSMEs, which is why this sector is a priority for the support of

government programs with the objective of achieving their survival and consolidation

[3]. The national average lifespan of a MSME is 7.7 years; in the case of the State of

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Yucatán it is 9.1, a higher figure compared to the national average and the other 31

entities in the country. This research was conducted in the State of Yucatan, since

according to [5] this region is in the 5th place nationally in the marginalization index,

having a high degree of marginalization, 6% of the inhabitants of 15 years or more is

illiterate and 31.55% of the population of 15 years or more does not have basic

education studies, this provides an overview of the development of Human Capital

which this geographical area has.

The personnel hired in the SMEs in Yucatan, in general, tend to have a low level of

schooling. We found that people in the State do not have the academic elements that

facilitate the acquisition of new knowledge and skills to increase the Human Capital in

a company. The low level of schooling is reflected in the percentage of the

economically active population, 69.68% with incomes below 2 minimum wages.

These data show a great area of opportunity for the development of the State

through the strengthening of Human Capital in the SMEs, which will contribute to the

growth and consolidation by increasing their productivity, and therefore activate local

economies.

There are 98,478 companies in Yucatán, representing 2.3% of the national total. Of

these, 95.6% are micro-enterprises, small companies have a 3.6% share, and

medium and large companies represent 0.7% and 0.1%, respectively. The growth of

companies in Yucatan has been 2.8% annually according to data from the [6].

Companies aim to generate profits, so they implement strategies that result in their

growth and consolidation.

There is a great diversity of strategies and the complexity of these vary depending

on factors such as the target market, the company's line of business, its age and

positioning, the capacity of its leaders, etc. These reasons make it difficult to

determine a single strategy that an SME should follow to achieve its development and

permanence in the market.

Yucatecan companies hardly document, disseminate or record their experiences,

so this information is not used to create new knowledge or replicate successful

methodologies. There is no validated and quality material to create guides,

information, or success stories. This means that by applying an unsuccessful strategy

there is a loss of time, money and resources that often results in the closure of SMEs.

[7] mentions that when a company generates its own instruments from its experiences

of success and failure, it generates through this flow of information, feedback that

correctly applied has an impact on the use of resources and the efficiency of its

processes and activities.

Yucatecan companies to achieve their organizational purposes, grow and

consolidate require optimal performance in all areas, it is for this reason that the

Human Capital (HC), that intangible asset, is a foundation on which companies must

base the exercise of their activities, as it involves all areas and processes within the

organization.

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This is difficult, especially because there is currently a complicated economic

situation, because of the COVID-19 crisis, which caused many companies to reduce

their workforces, cut their budgets and eliminate activities that they mistakenly

consider as non-essential or that do not contribute to the achievement of the proposed

objectives, such as Human Capital Formation (HCF).

According to [8] the demands in the labor field are increasing due to globalization,

which demands qualified personnel who not only focus their efforts on the local or

national market, but also on the international market, SMEs are immersed in this

situation and although investment in Human Capital is considered expensive,

intellectual capital is recognized as fundamental to generate value in companies,

thanks to the benefit obtained in training innovation and knowledge. Likewise, it is

proposed to link all personnel throughout the organizational structure and make them

participants in the business strategy, to take advantage of their capabilities in the

development of the organization.

Considering the above, the study of human resource management is inevitable,

and it is also necessary to determine indicators to measure its effectiveness to take

full advantage of it. The competitive success of SMEs depends on the ability of their

workers to adapt to change, the efficient performance of their activities, teamwork,

and the satisfaction of their personnel [8].

Another contribution of [8] is that they consider that the difficulties faced by the

company due to the lack of specialization or HCF are: the lag of growth and

development, due to the lack of knowledge of the skills and capabilities of its

personnel for the development of competitive advantages and to generate added

value. Its recruitment processes are less formal than those of large corporations, and

this means that the personnel hired on several occasions have little training, in

addition to the fact that the personnel have limited information for the exercise of the

position; performance evaluations are moderately applied, all of which impacts its

competitive capacity.

SMEs are less able to attract the best trained personnel, considering the salaries

offered, which translates into greater investment in training so that they can perform

their jobs efficiently and subsequently be exposed to a talent drain.

3. METHODOLOGY

For the purposes of the project, a qualitative approach with phenomenological

design was proposed since the experiences of the study subjects were described and

analyzed with respect to the scope of a specific phenomenon (Hernández-Sampieri &

Mendoza, 2018). The objective of this research was to know the perception that the

study subjects have about the HCF, the study method was inductive with field work,

interviews were used to collect the information, making an interview guide as an

application instrument.

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The design of the methodology was phenomenological, since the topics of study

were oriented towards "the essence of experiences, what several people experience

in common with respect to a phenomenon or process [9,10]". The information was

collected through the application of the instruments made up of 37 and 19 questions;

35 interviews were conducted considering two groups of key informants: in the first,

17 entrepreneurs of SMEs in the State of Yucatan that implemented Human Capital

Formation actions were considered, of which four belong to the primary sector, five to

the secondary sector and eight to the tertiary sector, and in the second, experts from

the State that are dedicated to providing training services to Yucatecan SMEs, of

which we considered private sector training companies (13) that provide training in

this area, independent consultants (2), government agencies (1), business groups (1)

and business incubators (1). The first group of informants are geographically located

in the municipalities of Motul, Muxupip, Progreso, Baca and Merida, all belonging to

the State of Yucatan; as for the group of experts, all belong to the City of Merida.

Interviews were conducted remotely using Google Meet videoconferencing

software, and when possible, these interviews were recorded, provided there was

prior authorization from the interviewees. Since the interview is "a technical instrument

that takes the form of a colloquial dialogue" [11] and with the pandemic being present

and the existence of reduced mobility, it was the instrument of greatest value at this

stage of the study.

A report was generated with the data obtained in the diagnosis by means of the

applied instruments, this information was divided into quantifiable or measurable data

and opinion or experience data. It should be noted that these instruments were

validated through the judgment of experts, including specialists in strategic analysis

and sustainable development, regional development, and business and enterprise,

who evaluated the importance, relevance and accuracy of the instruments used.

The measurable responses were used to establish a frame of reference and

visualize the context in which the SMEs find themselves in terms of the HCF in the

State. As for the perception responses, these contributions were concentrated in two

convergence matrices, to define the characteristic and useful elements that, in the

opinion of the businessmen and experts, make the HCF effective.

4. RESULTS

The results of the opinion survey showed that the Yucatecan businessmen

emphasized that the organization chart should strengthen the vulnerable areas

detected in HCF, such as strategic planning, innovation and technology and quality.

The reasons for training from this perspective arise from the search for a

differentiation to generate competitive advantage, specialization and updating, being

this the stimulus for compliance with the regulations established by the different levels

of government. It should be noted that planning, strategic, quality, marketing and

productivity benefit the fulfillment of organizational purposes and innovation, in

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contrast technology and human capital are elements that have limited the growth of

these.

Entrepreneurs consider that they are updated as planned in their training program

and when it is required to include new knowledge to increase the value and

competitiveness of SMEs. They mention that only 10% of Senior Management are

integrated in this process of strengthening Human Capital. The time allocated to the

planning and delivery of training depends on the contracted company or the offer of

the government agencies or chambers that represent them. The training is planned

considering the Learning Needs Assessment (LNA), of the workers and the duration

varies from 3 days to one week.

Figure 1. Factors that determining the type of HCF.

Figure 1 shows a series of factors mentioned that are considered to establish the

type of HCF required; according to the responses, management initiative is the most

common among the study groups, followed by the business line or activity of the

company, and a learning needs assessment is the third most frequent item. Other

factors are also mentioned in general, but these are not as common.

For their part, training experts consider that 33% of the responsibility for defining

HCF needs lies with management, 22% with partners and shareholders, and 11% with

human resources and employees, according to their experience in providing this

service.

As in the interview with the employers, it was established that the management

positions are the ones that decide most of the time on training needs. This situation is

recurrent and therefore the involvement of the whole organization in the definition of

needs should be considered. Of the responses obtained, only 11% involve the

company's personnel.

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This way of making decisions may be due to different circumstances, for which it is

advisable that before formalizing and carrying out the programming, the opinion of the

workers to be trained be taken into consideration and, according to the information

gathered, analyze it and verify the feasibility of including it in the planning of the HCF,

in this way the efficiency and compliance with the objectives set could be increased.

According to these results, the HCF process comes mostly from managerial needs.

In the context of SMEs, the owners or managers have the mission of seeking

elements that allow them to improve the existing conditions in the company;

sometimes, this situation causes growth to be asymmetric and for this reason they

seek to correct the weaknesses they consider the company may have or improve the

area that can give them a better position in the market.

However, this same dynamic does not contribute to a continuous flow of

information between workers and management. It is necessary to implement

mechanisms that better distribute the elements to decide the type of HCF needed

and, above all, to actively involve all the elements of the company.

According to the data obtained, the HCF experts interviewed determine the needs

of each SME in the HCF in different ways. In 61.1% of the cases, it is done through a

DNA, depending on the business line or the company's own activities in 16.7%. Also,

in 11.1% of the cases the type of training is determined by request of the partners, in

5.6% by governmental obligations to be fulfilled, and in 5.5% of the cases these

experts already have pre-established HCF programs.

The companies describe that an HCF program must have good planning, as well

as effective organization and coordination as indispensable attributes. In addition to

these attributes, there must be control techniques in the company that allow the

trained personnel to be evaluated and to be able to perform efficiently. We must

mention that the HCF must be avant-garde, having a sensitive vision for the human

part, managing to integrate all the human elements in the productive processes.

Even though SMEs recognize the importance of HCF, it is not always possible to

establish programs in a feasible manner, since there are factors that hindered the

training process (Figure 2), among these factors are time availability, a lack of

understanding between the parties, or that there was not enough material to teach. In

accordance with the above, it is necessary to establish fast and effective

communication channels to reach a consensus and thus schedule the sessions for the

personnel, this requires that those in charge of carrying out this action have direct

contact with all the parties involved and thus consider all the needs of those involved

in the process. Next, the businessmen interviewed noted that they considered the fee

established for the contracted training service to be fair, and as for those received

from government institutions and/or chambers of affiliation, they believe that they

meet the objectives set, although they did identify deficiencies.

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Figure 2. Limitations observed by the experts in the delivery of Human Capital Training.

In Figure 2, the limitations observed by the experts at the time of implementing the

HCF were availability of time (47%), lack of understanding between the parties

(17.6%), lack of interest in the contents (17.6%), lack of didactic/practical material for

an efficient performance of the personnel to carry out the programmed activities

(11.8%) and lack of space and infrastructure (5.9%). Entrepreneurs are aware of the

importance of training their personnel; however, it is difficult to organize the personnel

so that it can be carried out efficiently. There is a need to establish effective strategies

for planning and implementation to achieve training objectives.

Figure 3 shows a graph with a list of elements that the interviewed businessmen

considered important by the training experts to define the program and carry out the

Human Capital Formation. In this sense, before defining them, it is advisable to

establish criteria that can give a specific weight in the organization, according to the

objectives to be achieved and the impact on the achievement of organizational

purposes and productivity. Companies requesting a HCF should keep in mind to

determine the most important criteria to be met in a HCF and thus ensure the

effectiveness of the process.

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Figure 3. Elements that company stated that training experts considered when conducting the

HCF.

Figure 4 shows the reasons why Yucatecan companies would consider hiring HCF

services again, because it provides the company with benefits such as:

1. Increased competitiveness.

2. Keeping up to date.

3. State-of-the-art in terms of market changes and governmental and fiscal

requirements.

4. Increased productivity by providing employees with more tools to be more

efficient in their work.

5. Motivation and commitment of employees to the company to see their

professional growth.

6. Improvement in the job adaptation process for new personnel.

7. General changes beneficial to the company.

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Figure 4. Reasons why companies consider hiring HCF services again.

In the information obtained, the reasons why companies would not require a HCF

again are mentioned, among the causes are that they do not have the time available

and that workers do not feel encouraged by the results obtained. Regarding the fact

that they would request training again, 88.2% mentioned that they would do it again

and only 11.8% would not do it.

Figure 5. How companies determine HCF needs.

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Human Capital Development needs are determined in the companies (Figure 5)

through performance evaluations of personnel, according to their knowledge or

handling of the products, as well as through observation and analysis of the

processes to determine failures or opportunities for improvement in the services

provided.

HCF is also required when new personnel are integrated into the company or when

there are new administrative processes. Entrepreneurs recognize the needs of the

company in the training of talent, but it is only carried out when it is necessary and

according to what was stated by them, a continuous training process that guarantees

and increases the Human Capital in the company in a progressive and constant

manner was not observed.

Regarding the perception of the HCF received from the chambers and business

associations to which they are affiliated, according to their line of business, the

businessmen consider that these types of services are important and in general they

are up to date and well-focused on the problems of the companies. The service

provided by these institutions is excellent. They determine that they have an adequate

overview and diagnosis of the reality of the organizations and have the means to

provide an excellent service to the SMEs that request it.

The entrepreneurs interviewed mentioned some differences in HCF between a

private and a government company: private companies develop a program tailored to

the needs required, compared to government companies, which have established and

generalized programs. They argue that both types of training are useful depending on

the company's situation and something they consider important is the personnel in

charge of delivering it, as it can largely determine the success or failure of the training

process. Entrepreneurs see both types of training as viable, so it should be

determined by other criteria such as cost or training time, to evaluate whether the

program would adapt to and meet the needs of the company.

Regarding the effectiveness of training provided by companies or organizations

outside Yucatán, businessmen consider that, although there are highly prepared

companies and trainers in the state, it is always beneficial to have an external

perspective that enriches and provides knowledge about practices carried out in other

regions. This allows taking advantage of and adapting these practices in the

organizations, considering the situation and context of small and medium-sized

enterprises (SMEs) in Yucatan. It was detected that the main reason for seeking

training with external agents lies in broadening the panorama and updating

knowledge, which contributes to improving the company's competitiveness in its

sector.

The businessmen interviewed also expressed their opinion on the use of

educational platforms or repositories as effective and useful tools for training,

highlighting that their greatest advantage lies in the ease of organizing workers'

schedules, agendas, and activities, as well as the possibility of conducting training

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with people located in different places. However, they remark that the importance of

face-to-face training should not be underestimated, since the dynamics are different. It

was observed that employers are willing to use these modalities due to the

advantages they offer, but it is important to consider that face-to-face training is

necessary, especially for technical or practical topics.

Entrepreneurs point out that when planning the HCF, the trainer needs to know the

strengthening needs of the company, the contents to be developed and the type of

training requested. In addition, they need to know the number and schedules of the

people who will take the training, the time available and some of them also indicate

that they need to know the company's processes and policies. It is observed that in

these answers the data requested are of a general nature and in detail of the topic to

be developed, there is no mention of the work of joint development with the company

of the topics to be addressed.

The businessmen determine that an effective HCF program must follow an

adequate planning, organization, development and coordination, with the objective of

optimizing the company's resources and time and respecting the employees'

schedule; establish control mechanisms that promote an efficient performance and

the personal achievement of the employees intrinsically and extrinsically related to the

labor impact, so that their professional growth and development is measurable and

the achievement of the planned objectives in the area where they work and the

effectiveness in the implementation of the training is also measurable; to have an

updated, visionary, humanistic and sensitive approach, that is to say, to be pertinent

and avant-garde, capable of preparing the workers for the changes of the market

without forgetting the human side in the process; in the same way that it is useful to

solve the problems that the organization is facing and to integrate its personnel in the

productive processes.

The answers indicate that the characteristics that should be taken into account

when carrying out an HCF process according to their vision are: technical

considerations should be made to define and delimit the topics; it is also important

that the training uses techniques that allow the transmission and acquisition of

knowledge and skills according to the established objectives; the instructor or

instructors should consider the skills of the people to adapt the teaching strategies.

The contents must be planned and updated to adapt them to the company's

requirements. All this considering the time constraints of the organization and the

number of people to be trained, as well as the space, tools, equipment, and

infrastructure required for a proper implementation.

As can be seen, combining all these elements has a high degree of complexity,

resulting on many occasions in which the objectives proposed in the planning are not

completely achieved. The implementation of HCF is often done to solve an immediate

need, however, there is no recurrent methodology and above all, there is no

evaluation of the form and substance of the implementation of the process, to

determine the degree of acceptance it has had with the personnel and if there is a

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change that allows this knowledge to be definitively established or that achieves a real

and profound impact on the way the company's operations are carried out.

According to the training experts, for an HCF to be effective it must be followed up,

however, they mentioned that 45% did it once, 27.3% constantly, 9.1% two or three

times and 18.2% never. To this end, the criteria established at the time of planning this

activity are the establishment of schedules and/or timetables, determination of

objectives and analysis and selection of personnel to be trained.

These factors largely determine the strategy to be followed to establish a well-

defined plan in terms of time and content, so the importance of analyzing the

requirements is paramount in this phase of the HCF. The experts were consulted to

find out what criteria they use to determine the time and space required to develop the

proposed training, obtaining the following points to highlight: the contents to be

developed, the time available for training, the space and equipment that can be used

and the budget allocated. Based on these elements, the planning of the training to be

carried out should be made, keeping in mind that there must be a balance that allows

achieving the objectives set to achieve the effectiveness of the training.

The experts determine that the spaces, method and tools they use to implement

the HCF are: courses, workshops and diploma courses in institutes, private, public

institutions, business chambers and in some cases within their training center

(considering the dependence of the informants), they are carried out through visual

presentations in rooms or training areas with didactic material and/or equipment, to do

practical exercises, if it is machinery it is carried out in situ; remote training is also

considered with the use of platforms and digital repositories; some require trained

instructors or autonomous learning is also promoted; the choice depends on the

available resources, time and budget of each organization.

According to the experts, they mentioned that there is no single way to carry out the

HCF process. As part of the analysis carried out, although there is an important

variety of methods available, no methodology was observed to define which method is

the most adaptable to the topics to be developed and the personnel that will carry out

the training. It is of utmost importance to establish this on a recurring basis as this will

increase the possibility of success in this process.

To carry out the analysis and determine the HCF needs, the informants (experts)

involve the direction, management and heads of areas and Human Resources. It is

most frequently observed that to determine the company's need for HCF, the decision

is made by the highest hierarchical structures in a company, leaving the operational

part or the clients in second place. This can make the training process ineffective,

because in the absence of good communication between the actors who make the

decisions and those who execute them, these determining elements are often not

considered. It is advisable to include all the parties involved in this process on a

recurring basis to know and delimit the real needs to be solved with this process.

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In the design of content for the HCF, the following are considered important: the

profile of the personnel and the needs of the client. Regarding the personnel profile,

the most representative and frequently mentioned are: work performance, knowledge,

skills and abilities, willingness to learn, needs for improvement and attitude, the profile

of the collaborator and his willingness to change. In this section, we reflect on the

importance of the approach between who receives it and who benefits, the latter being

one of the most important purposes of the existence of companies, customer

satisfaction, which in this case is achieved with effective personnel training; Human

Capital, values and profile of the collaborators are considered with the objective of

making the most of these resources and maximizing their capabilities and skills to be

more productive for the organization.

5. DISCUSSION

The main interest shown by entrepreneurs in Human Capital Formation arises

because of observing that, by investing in this area, and achieving an improvement in

the company's personnel, the quality of the products or services offered is increased,

improving competitiveness in the environment, and giving the customer greater final

satisfaction. [12] considers that the benefits obtained with the Training is the

potentiation of the organizations through the improvement of the performance, which

allows them the achievement of the established objectives. We must bear in mind that

knowledge is currently the most asset of a company.

Analyzing the contributions of [13], in [14,16] and the entrepreneurs interviewed in

this research, it is observed that there is a common denominator, that the education of

people (Human Capital Formation), contribute to the economic growth of companies,

in innovation, productivity, adaptation to the environment, in the willingness and

involvement of employees and the impact is reflected in productivity and process

improvement [17,18]. It must be highlighted that the leadership style influences the

choice and motivation of the collaborator, work performance and therefore the

innovation factor that can trigger the generation of new products and services [19].

However, the economic, social, and other needs presented by Human Capital in its

work performance and its desire to continue learning through the training provided by

current companies are associated with a desire for ongoing educational development.

This leads to the specialization of personnel, thereby contributing to productivity and

economic development [20]. In other countries, such as China, investments are made

in innovation, technology, and science with the aim of boosting not only the economy

of the main cities but also provinces and small cities. This investment impacts also in

the attraction and formation of innovative talents with higher education (Human

Capital), leading to an economic growth of the regions, stemming from the training

and specialization of Human Capital concentrated in these regions [21]. This serves

as an example of envisioning the future, focusing not only on individual companies but

also on the global contribution of the human element within organizations, in their

respective locations. These efforts further solidify the country's vision. It is necessary

to invest in Human Capital because this is the backbone of promoting economic

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development and technological progress. There are simulations that indicate that the

economic growth rate of a region that invests in the development and innovation of

human capital is more than 80% in some cases [22]. It is necessary for companies

and governments to direct this effort towards personnel, consolidating their capital, as

the essence of achieving position and consolidation, in this case Mexico, the place of

study of the present economic units.

In this regard [23] point out that to choose the type of training, all options should be

considered, both external and internal, evaluating both to define the needs of the

company [24]. Considering the experience and skills of the participants, knowing the

materials at our disposal. All this will allow us to calculate the benefits and costs to be

incurred. We will also be able to determine the time required to achieve the proposed

objectives. As established by the [25], in its article 153-B “the purpose of training will

be to prepare newly hired workers and others interested in filling vacancies or newly

created positions.” In that sense, training provides and strengthens new knowledge to

Human Talent, which leads to better performance in the workplace [26].

6. CONCLUSIONS

In relation to the results of the Capital Formation programs, the interest shown by

the entrepreneurs in learning about new tools to achieve the consolidation and growth

of their companies, while at the same time achieving the professionalization of their

processes, was identified.

On the other hand, in the implications of the training process, the nature of the

service was detected: public or private. In the search for solutions that allow them to

achieve these improvements in Human Capital, businessmen turn to private

companies as the main source of training in the first instance, which, due to their

nature, have the capacity to adapt to the needs of time, experience in the subject and

business line, and to be able to train the necessary number of people who require this

service. However, these types of entities have systems that are not very flexible, and

the company must adjust its resources to the established conditions, which becomes

complicated and inefficient.

An additional reason is that public agencies and chambers develop programs with

the aim of covering as many business lines as possible, so that the information

obtained is not necessarily adapted to the needs of the company and if it does so, it is

incipient or general in nature, so it does not achieve a deeper understanding of the

issues and solutions required by the participants.

Yucatecan entrepreneurs associate effective training with: an innovative and

humanistic approach, having a direct or indirect relationship between work and the

achievement of objectives, productivity-oriented instructional design, and solving

problems relevant to the business context.

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The experts interviewed point out that for the HCF to be effective, the profiles of the

trainees must be analyzed, considering the objectives set, as well as the strategies to

achieve them in the medium and long term. Strategic planning and time availability for

the training period must be considered. New paradigms can be created to improve the

processes and activities performed. Always bearing in mind the needs and achieving

a human development in the trainees. Integral participation should be encouraged,

including the company's leadership positions, since they encourage participation and

attachment in the different hierarchies. An effective training must be entertaining and

enjoyable, and the instructors must have an effective communication and it is

desirable that they are passionate about the topics presented.

Training must be carried out with a genuine interest in the employee's growth and

have a positive impact on the purpose of institutional achievements and/or

productivity, be systematic, measurable (before and after, depending on the results

obtained, adjustments are made in subsequent courses) and technical in the area to

be trained. Other factors mentioned were competitiveness, level of innovation, market

trends, competencies, skills, attitudes and desires of the Human Capital and budget.

This work presents the difficulties encountered in the development of human

capital, identifies the points of greatest interest to be solved in order to achieve an

improvement in the formation of human capital. This approach leads to the

development of customized methodologies that allow the development of human

capital in the state of Yucatan. An increase in the level of innovation resulting from

human capital will allow a greater economic development of the state and the region,

since innovation today more than ever is a value that allows a competitive advantage

in the globalized world.

Businessmen and experts in human capital formation are aware of these problems

and must actively contribute to solve them, since to a great extent the growth of their

companies will be reflected in the improvement of human capital. Currently Yucatan

has a unique opportunity with the near shoring and must take advantage of it and

enhance it by using its available human capital and must develop and enhance it to be

able to compete in the world.

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